70-80% of employees typically report disengaged from their work or their workplaces. What can we do to redesign work to create meaning and purpose for employees? What could the side-effects of excessive pursuit of meaning at work? Can it lead to negative emotions such as envy? Is meaningfulness at work contagious? Does it transfer from leaders to their employees? |
My talk at World Knowledge Forum in S. Korea
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Research Projects
- Zhu S., Tzini, K. & Jain, K. The role of subordinate's meaningfulness in leader trust and territorial behavior.
- Zhu S. & Jain, K. Spillover effect: From leader's meaningfulness to subordinate outcomes.
- Zhu S. & Jain, K. Too much meaning: Effects on envy and organizational learning.
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